Does the Tail Wag the Dog, or Brilliance and Stagnation of a Knowledge Intensive Organization (Case Study)
European Business & Management
Volume 1, Issue 1, May 2015, Pages: 1-6
Received: Apr. 19, 2015; Accepted: May 4, 2015; Published: May 9, 2015
Views 3711      Downloads 114
Habil Andrea Bencsik, J. Selyeho University, Department of Management, Komarno, Slovakia; Budapest Business School Zalaegerszeg, Faculty of Economics, Department of Management, Hungary
Sarka Zapletalova, Moravian University College, Department of Management and Marketing, Olomouc, Czech Republic
Article Tools
Follow on us
The undermentioned case study shows processes in connection with a leader change in a higher educational institute, in a Middle- East – European country. The study highlights the consequences and the probably pitiable outcomes of these processes. The lifelike conditions of this case study confirm the well-known establishments which are continuously communicated by the management theory to practice. Namely, what damages are caused by an incorrect leader election process which is not looked over enough, an incompetent leadership and its methods, the inappropriately handled change and knowledge management processes or their deficiencies. In connection with the case study the leaders of companies and institutes can recognize pitfalls which can be put down to the account of their own unpreparedness and of their employees’ misinterpreted behaviour. Leaders sometimes interpret their employees’ collective behaviour badly and as a result of this community formation can be a ’mass effect’ where key persons influence other colleagues’ opinion. The case study is a wholesome story from some additional perspectives as well. For example, the cultural effects which are deeply rooted in the historical past of a community or in a country. The effects mentioned do not allow a rational change management and the misinterpreted managerial functions and roles mislead the destiny of an institute.
Knowledge, Knowledge Intensive Organization, Case Study, Organizational Culture, Change Management
To cite this article
Habil Andrea Bencsik, Sarka Zapletalova, Does the Tail Wag the Dog, or Brilliance and Stagnation of a Knowledge Intensive Organization (Case Study), European Business & Management. Vol. 1, No. 1, 2015, pp. 1-6. doi: 10.11648/j.ebm.20150101.11
A. Benedek and K. Takács-György “Employees' expectations against the workplace in public schools”, Wspolczesne Zarzadzanie: Kwartalnik Srodowisk Naukowych I Liderow Biznesu / International Journal of Contemporary Management 2014. 13(1) pp. 66-83.
J Benedek, A., Takács, I., Takács-György, K. “Examining corporate social responsibility from a stakeholder viewpoint based on an empirical research” Zarzadzanie Publiczne: Uniwersytet Ekonomiczny W Krakowie 2013. 3(23) pp. 309-319.
D. Castaneda and P. Toulson “The Value of Human Re-sources Measurement in Intellectual Capital and Knowledge sharing” The Electronic Journal of Knowledge Management 11 (3) pp. 226‐234. downloaded 2014. 12.10.
Developing appropriate leadership styles, downloaded: 2015. 04.20.
F. Farkas A változásmenedzsment elmélete és gyakorlata 2013. Akadémiai Kiadó, Budapest.
J. Hautala “International academic knowledge creation and ba” A case study from Finland, Knowledge Management Research & Practice 2011. 9,p p. 4–16.
Leadership Development, downloaded: 2015. 04.12 M. Young, The Technical Writer's Handbook. Mill Valley, CA: University Science, 198.
I. Marosi “Trust and innovation in Hungarian SMEs” Közgazdász Fórum 2013. 16 (6) pp. 117-133.
I. Marosi and E.Bezzeg and J.Csernák and E. Holló and I. Takács “A szervezeti és szervezetközi bizalom vizsgálatának aktualitása az Észak-magyarországi Régióban” In: Takácsné György Katalin (szerk.) Az átalakuló, alkalmazkodó mezőgazdaság és vidék: tanulmányok: XIV. Nemzetközi Tudományos Napok: Gyöngyös, 2014. március 27-28.. 1657 p. Konferencia helye, ideje: Gyöngyös, Magyarország, 2014.03.27-2014.03.28. Gyöngyös: Károly Róbert Főiskola, 2014. pp. 1015-1024.
G. Schiuma and A.Lerro “Managing knowledge assets in a complex business landscape: the relevance of emotive knowledge” Knowledge Management Research & Practice 2011. 9. pp. 279–285.
I. Tóth-Bordásné Marosi “Age and Knowledge Management” In: Michelberger, P. (szerk.) MEB 2013: 11th Inter-national Conference on Management, Enterprise and Benchmarking : proceedings : Menedzsment, vállalakozás és benchmarking nemzetközi konferencia. Konferencia helye, ideje: Budapest, Magyarország, 2013.05.31-2013.06.01. Budapest: Óbudai Egyetem, 2013. pp. 209-220.
J. Vágány and É. Fenyvesi and J. Kárpátiné Daróczi “Együttműködés és innováció: út a sikerhez?” In: Ferencz Á (szerk.) Gazdálkodás és Menedzsment Tudományos Konfer-encia: Környezettudatos gazdálkodás és menedzsment. 1079 p. Konferencia helye, ideje: Kecskemét, Magyarország, 2013.09.05 Kecskemét: Kecskeméti Főiskola, 2013. pp. 486-490. I-II.
Science Publishing Group
1 Rockefeller Plaza,
10th and 11th Floors,
New York, NY 10020
Tel: (001)347-983-5186